This book is a summary and sharing of the author's retail and e-commerce management for nearly 30 years.
In recent years, the e-commerce industry has developed rapidly in China. In 20 12 years, the scale of online retail market reached130 billion RMB, and a large number of brand-new online companies such as Taobao, Tmall, JD.COM, Dangdang, Ke Fan and Vipshop were born. E-commerce is affecting more and more deeply.
Many people's lives. At the same time, this industry has been losing money for years, and the customer service is mixed, which has also attracted people's attention. From ground retail to e-commerce, from executives of multinational companies to managing private enterprises, from creating Tmall model to leading Dangdang to go public, the author is called the leader of China retail combat school by the industry. Now the self-proclaimed cross-border senior e-commerce trader has comprehensively analyzed the e-commerce situation for the first time, elaborated on the different paths of e-commerce development between China and the United States, commented on the right and wrong of major domestic e-commerce enterprises, and explained in detail the experience of financing, mode, operation and efficiency. .............................................................................................
This book is a rare must-read for all enterprises and individuals engaged in Internet or e-commerce operations, people in related industries who invest in e-commerce or serve e-commerce, young students and entrepreneurs who are interested in entering the field of e-commerce, and offline enterprises who will get an electric shock.
foreword
I have been writing this book for several years. I was busy during the period, and I always thought it was an urgent thing, so I didn't do it too deliberately. I wrote down one broken feeling after another, put it aside, and it was gone. Until I met Hui Min from Electronic Industry Press, she was so serious and persistent, and put forward many constructive suggestions, which inspired me to do this thing that I thought for a long time but never implemented.
In fact, my wish is very simple, that is, sharing. In the past ten years, I have had the honor to experience the vigorous development of post-modern chain retailing in China. From multinational giants to domestic private enterprises, it is even more fortunate to catch the early bus in the e-commerce industry. I have served and managed several major e-commerce companies and have a lot of experience, gains and experiences. Now that I have switched to the investment industry, the perspective on e-commerce investment is naturally different from that of my peers who have received financial training. I hope that as a former trader, a participant and practitioner of e-commerce model development, I can sort out what I have seen and heard in these years and dedicate it to my colleagues who are interested in this field, especially the younger generation of friends.
I hate preaching in my life, so Hui Min and I have apologized again and again. This thing I wrote must be an essay. I want to write down my feelings, not some e-commerce book or business cheats. I also know that this trick seems to be very popular now. Using "Tell you the secret of e-commerce" or "18 skills that must be killed in business" is quite bluffing, at least it can win eyeballs, and from the perspective of impacting sales, it can earn a lot of money. It's a pity that I completely despise the boasting and deceptive propaganda of "ancestral old Chinese medicine practitioners". What I want to say is that there are no secrets and shortcuts here, especially in the brand-new and fast-developing industry of e-commerce, no one can be called an expert, and I am not on the side of experts. This is sharing, which is part of Internet 2.0. Welcome to "Pat Brick".
catalogue
1 First sight of Ma Yun/1
The beginning of my fate with Taobao-I originally wanted to be a human resource, but the result was quite dramatic, which made me know more about Taobao and e-commerce.
2 Taobao and eBay China: About that war /7
With its own understanding of the China market, Taobao designed and launched a series of functions that are more in line with domestic users' online transactions, and then quickly occupied half of the e-commerce market.
3 The origin of the idea of Tmall platform/15
How many twists and turns have you experienced from the conception and discussion in the past six months to the final launch?
4 Tmall Hatching /2 1
Taobao Mall is actually denying itself on a successful platform, reversing its thinking, trying to abandon the existing process, find a new operation mode from the market operation law, and formulate the operation rules and structure of the mall as a B2C platform.
5 free lunches /27
In the field of e-commerce, free shipping and cash on delivery are the most typical free banners held high by everyone. What are the advantages and disadvantages of these two methods?
6 Tmall profit model /35
Take the trading commission as the main source of Tmall's income. The proportion of transaction commission is determined one by one according to the category, and the commission proportion of different commodity categories is different. This is an innovation in the e-commerce industry, and many factors need to be considered in the specific implementation.
7 Baidu and Tencent's e-commerce twists and turns /43
When we introduce a business model into China market as an imported product, local enterprises have great vitality and may surpass their imitators in China market. Because of the right time, the right place and the right people, we know the market better and are closer to users. However, if a domestic enterprise tries to imitate a domestic enterprise that grew up in China and has achieved a leading position in the market, the success rate is very low.
8 Scale, Flow and Price War /49
Three misunderstandings in e-commerce industry: 1. Scale is benefit; 2. Traffic is everything;
3. Transformation depends on price war.
9 China company's overseas listing dream /57
In the past few years, most domestic Internet companies have used market dividends to seize business opportunities first, but the efficiency of internal operations, the positioning of business operations and all aspects of management are still quite weak.
10 e-commerce model debate /67
In the trading format, the operator is a retail enterprise, earning the difference between buying and selling goods. Platform format, operators do not directly purchase or own goods, but only provide a trading environment. What impact do these two profit models have on the development of social retail formats?
1 1 offline expansion of e-commerce enterprises /79
Online and offline, this is a two-way street. Just because people downstairs can't get up doesn't mean people upstairs can relax. I often compare it with the army and air force. The army can't fight the air force, and the air force can't fight the ground without retraining at the beginning. It can't be said that you can't be an air force officer, but I am an air force officer, so I want to fight from the air. There is no problem at all. This is wrong.
12 Luxury Red Sea Network /9 1
Whether luxury e-commerce will rise as an industry leader like other vertical e-commerce in the future depends first on whether it can gain the trust of brand owners and ensure sufficient supply; Secondly, we must ensure that products and services are the driving force, not the price; Finally, we must accurately find the user base of luxury goods.
13 wins at a cost of /99.
The essence of e-commerce is retail, and the high transparency of internet prices has greatly reduced the gross profit space of online retail. Moreover, the e-commerce industry is blindly pursuing low-price and low-margin sales under the impetuous and quick-success mentality, which highlights the dilemma of this industry and the vicious circle of continuous financing.
14 JD.COM war of words/107
When you evaluate the effect of the price war, you should not only look at its side effects or reactions, but also look at how high your promotion satisfaction rate is, and what kind of wastage rate those users who have not bought will show in the next few months, which every e-commerce operator should face squarely.
15 from PPG to Ke Fan/1 15
It is a unique landscape of e-commerce to do vertical categories through its own brand.
16 Amazon beacon light/12 1
It is said that the Amazon platform in the United States is open, and we can also do it. I don't know that Amazon's real advantage lies in its data computing ability and accurate information provided to all merchants, thus effectively improving the turnover rate of goods and reducing the cost of warehousing and distribution, which is unmatched by domestic e-commerce.
17 group purchase is like a cloud/13 1.
Group buying is like a cloud. The development path in recent years is: 20 10 rises in China, and 20 1 1 reaches its peak. Everyone is talking about group buying. There are advertisements for group buying everywhere in Beijing subway cars, and the financing trend is surging. In 20 12, the group buying industry weakened, and users and sales tended to be concentrated. At the same time, other shopping websites have achieved remarkable results by establishing their own group purchase promotion channels. Standing at the time point of 20 13, excellent enterprises in the group buying industry naturally have room for development, but don't expect it to become the main format of online retail. In order to further improve the group purchase, we must standardize the business scope.
18 limited time sale/137
The ability of the Internet to gather customers gives more suitable development space for limited-time sales. Through this online channel, the backlog of goods can be cleared in a short time.
19 e-commerce shopping guide/145
It is a major feature of China's e-commerce industry to use the characteristics of social networks to transport users for e-commerce and form an Internet shopping guide format. The main reason is that the cost of online marketing is too high, and many sellers in Taobao are trying to find more targeted marketing tools. Of course, China's e-commerce platform model occupies the mainstream position, with millions of small and medium-sized sellers who make a living from online sales. They are potential parents of shopping guide websites.
20 traditional enterprises touch the net/15 1
Today, we stand at the time point of 20 13, but I think traditional enterprises must have been electrocuted. In the long run, I am optimistic about the e-commerce road of traditional enterprises, but the key is to have a zero mentality.
2 1 Lost Wal-Mart/16 1
The most fundamental reason for the twists and turns in the online development of physical retail enterprises such as Wal-Mart lies in the brick thinking in their bones. It is said that doing e-commerce requires bricks and mice, and there are many obstacles in actual operation. When it comes to operating commodity categories, the first thing to discuss is how much purchasing power we have, not the demand of online consumers and the trends of other e-commerce rivals.
22 Suning.cn protuberance/169
Suning's online development is not limited to offline business, and it will soon move towards the development of all department stores. This is a risky move. Because this means that there is not much existing purchasing experience and strength for the new online retail business, but it is precisely this strategic positioning that makes Suning.cn's online operation get rid of the shackles of offline physical electrical stores a long time ago and really start from scratch and develop from the market to build a brand-new online mall.
23 mobile e-commerce/177
The rapid popularization of smart phones is evolving into the transformation from PC-side e-commerce to mobile e-commerce. By the end of 20 12, there were more than 400 million smartphone users in China, many of whom were transferring surfing and shopping online from computers to mobile phones.
24 e-commerce investment/183
As a new industry, e-commerce is still paid great attention by venture capital circles, and it is the most important investment department in TMT (new technology) field. Coupled with the domestic market dividend and demographic dividend, China's e-commerce is still in its early stage, and many investment institutions will continue to invest in the e-commerce industry. However, the gameplay has changed. E-commerce has been in China for ten years. Today, if you want to make more PPT business plans, someone will give you millions. I'm afraid that era is over. brief Introduction of the content
This book is the author's feelings, experience and sharing about his involvement in retail, e-commerce and investment industries for many years. In the past decade, under the strong momentum of rapid domestic economic development and the dividend of personal consumption, China's retail and e-commerce industries have made great progress. The consumption power is rising, the middle class is rapidly forming, and the huge market scale attracts businessmen from all over the world. Since then, we have entered an era of rapid development of commerce and service industry. Whether it is offline chain or online group buying, hundreds of thousands of retail sales are striding forward with double-digit growth every year. When fanaticism fades and steady development gradually replaces high-speed expansion, we begin to question whether there is enough output under enclosure-style sports products. Why do so many enterprises have scale and no profit? Why are there so many companies with the same paragraph, and the price war is constant? Can we achieve the leap from a big retail country to a strong retail country with more rational and refined management thinking?
catalogue
Chapter 1 You can't just add water to make the cake bigger. In the past 20 years, all fields of China society have been in an extraordinary period. In the environment of rapid development, domestic enterprises are always accustomed to overemphasizing expansion, favoring rough management, ignoring operational details and lacking a culture of selecting efficiency from every operational link. As a result, enterprises have no output commensurate with the scale, and their ability to resist changes in the economic situation is weak.
The second chapter is the end of the era of rapid growth. The crazy expansion of e-commerce in recent years is actually very similar to the way offline retail took from the 1990s to the beginning of this century. Expansion is to grab territory and market share, but if the enterprise itself has no sustainable management ability, it is a bubble. A few years ago, I took a detour under Alibaba's lecture line and was immediately told that this was a problem for traditional enterprises. "This situation does not exist on the Internet." As we all know, history is always strikingly similar.
Chapter 3: Being bigger and stronger is not just a picture of a pie. Enterprises have their own advantages and different scales. Too many enterprises are not based on their own conditions and abilities, but unilaterally pursue scale, resulting in no quantity and quality, and they suffer at both ends.
Chapter IV The Paradox Behind E-commerce "Low Price" Low price is a retail belief, a set of business culture, not just a beautiful slogan. Low price is first used to measure your business ability. Without the operation and management support of low price first, low price is just a cloud.
Chapter V Investors' money is not the public welfare fund. The combination of capital and management can accelerate the development of enterprises, but in fact, on the one hand, the capital market is always looking for suitable investment targets, on the other hand, many enterprises are facing financing problems. What do investors care more about for e-commerce companies?
Chapter VI Dangerous "Winter" Theory Many people who do e-commerce refer to the winter of 20 12 and the winter of 20 13 as winter, and think that investment in the capital market is getting colder and financing is difficult, so they should be prepared for the winter. In fact, this wintering theory is a very wrong and dangerous mentality.
The seventh chapter reflects on burning money in e-commerce for ten years.
Without core competitiveness, customers can't be retained continuously, and enterprises that only rely on market stimulants can't survive for a long time, even if you rely on a super rich father.
Chapter 8 the tortuous road of e-commerce for traditional enterprises
In the past 10 years, many traditional enterprises in China have tried e-commerce, but few have achieved anything. The fundamental reason is that they can't really start from scratch, suffer from too many rigid thinking under the molding mode, spend a lot of money on new shoes, but still take the old road.
Chapter 9 "Price War" is a self-mutilation sword.
Low price is undoubtedly the eternal theme of retail, but low price and price war are two completely different concepts. Many times, enterprises blindly regard the price war as a weapon to anger their opponents and attract customers. In fact, it is to give any opponent a dagger to subdue you for free.
Chapter X Overview of Domestic Retail Efficiency
Is the dominance of domestic retail platforms a product of China's national conditions or a feature of inefficient enclosure movement in the era of rapid development? Can this model maintain sustained and healthy development? How to effectively solve the related socialization cost problem?
Chapter 11 The platform is offline. In the past few years, the platform model has stood out. This model has a low starting point and rapid expansion. However, the platform is the primary form of retail and cannot be imagined as Wan Yingdan.
Chapter XII Raising pigs and raising children
An important difference between investing and doing business is that investment is rewarded through capital intervention. Therefore, from the characteristics of the industry, you should do it if you have a good return, and you should not be too emotional. Being a business is completely different, not only for making money, but more importantly for realizing self-worth. Almost all successful entrepreneurs build an excellent enterprise by investing their feelings and energy.
Chapter 13 High-power pump and leaky bucket
After the water pump is plugged in, it is driven by the motor, and the water is pumped into the bucket with strong horsepower, day after day. A few years later, the water level in the bucket slowly rose. What we see is that the electricity bill is rising, and the cost of keeping the pump running is rising. This is the general situation of B2C e-commerce in recent years, because this bucket leaks seriously!
Chapter 14 Avoiding stones is not management wisdom.
Management is actually a task of dredging canals, the core of which is to dredge rather than divert.
Chapter 15 Big apples should be sold to customers?
It is not commendable that you can provide value-added goods and services to customers unless your value-added is sustainable.
Chapter 16 Don't treat customers as gods
Many companies like to say that their goal is to treat customers as gods. It seems that the positioning is very high, but it may not be suitable, and it is even more unworkable in operation. Customers certainly need your respect, but in most cases, it is better to be considerate than to talk about respect.
Chapter 17 Be a Good Tailor
Cutting is the basic skill of every tailor. Since there are no two identical bodies in the world, there will be no two clothes of the same size in the eyes of a tailor. The same is true of company management.
Chapter 18 Workplace is not officialdom
For a long time in China, there were only officialdom, shopping malls, scholars and academic fields. As for the workplace, it is a brand-new concept, so many times, moving an unfamiliar place to the real workplace leads to many distortions.
Chapter 19 Meet the Mobile Change in the Post-95 Era
Mobile is changing the industry structure of the Internet, not only to make more convenient and fragmented use of time, but also to penetrate deeply into the emerging ethnic groups still in the "Green Apple" era.
Chapter 20 Crossroads: Equal Opportunities in the Future
The era of rapid growth is coming to an end. Don't think that the pattern has been set. For most enterprises that have been used to running on highways for more than ten years, their transmissions have long rusted. This is a new starting point and a new opportunity.